Browsing by Author "Wetzstein, Maxime Irmelin Marcelle"
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- How does CEO branding influence perceived corporate reputation?Publication . Wetzstein, Maxime Irmelin Marcelle; Tavares, Patrícia Isabel Ramos Pego NunesIn an era where corporate leaders are no longer confined to the boardroom but serve as publicfacing representatives of their organizations, the branding of Chief Executive Officers (CEOs) has emerged as a critical factor in shaping corporate reputation (Moore, 2019). Today’s CEOs are expected to embody their company's vision, interact with stakeholders, and navigate the dynamic interplay of social demands and market pressures (Bendisch, 2011; Ventrella, 2021). As the modern business environment emphasizes innovational strength, broad competencies and leadership authenticity, this study’s research question arises: How does CEO branding influence perceived corporate reputation? This question is supported by an analysis of key aspects, including the defining characteristics of CEO branding, the internal and external factors that shape it, and strategies to leverage its potential, thereby maximizing opportunities and minimizing risks. To address these dimensions, this study employs CEO branding as a framework, using semi-structured expert interviews and a desk research analysis of digital communications from CEOs (Döringer, 2020; Stewart, 2022). Both methods focus on German DAX enterprises to capture CEOs' significant reach and influence, and evaluate audience interactions with their branding strategies. To analyse the findings, a qualitative content analysis following Mayring’s methodology (2022) is employed, systematically evaluating key branding elements such as authenticity, vision, goal orientation, expertise, stakeholder alignment, and approachability (Gough & Richardson, 2024). Key findings reveal that authenticity is highlighted as the most impactful component, fostering stakeholder trust and credibility (2015; Ventrella, 2021; Freeman, 2023). A forwardlooking vision emerges as a cornerstone for aligning organizational strategies with social and economic trends, strengthening corporate reputation (Casanova, 2017; Fetscherin, 2015). This research underlines the interplay of hard and soft skills – such as expertise, goal orientation, and approachability – as essential for building a well-rounded and resonant CEO brand. However, the findings also underscore potential reputational risks stemming from traits like arrogance or misaligned corporate social responsibility initiatives (Fetscherin, 2015). Additionally, the study analyses theoretical frameworks like the Stakeholder Theory (Freeman, 2023), the CEO-Branding Mix (Fetscherin et al., 2015), and CEO Reputation Management (Casanova, 2002). This research contributes to the growing body of literature by providing actionable insights into the strategic alignment of the CEO branding with corporate goals (Malmendier & Tate, 2009; Fombrun 2012). It offers a framework for leveraging the CEO branding as a multidimensional tool to enhance corporate reputation, address stakeholder demands, and achieve long-term organizational success (Bai et al., 2019; Freeman, 2023). Thus, the study underscores that an effective CEO branding is not merely a reflection of leadership but a transformative force in a modern corporate strategy, bridging organizational activities with stakeholder demands (Fetscherin et al., 2015).